Post on 06-Apr-2018
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Organizational Development
Consulting
Prof. Rushen Chahal
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N A T U R E O F T A S K
COMPLEX
SIMPLE
PROCESSFOCUS
CONTENTFOCUS
FOCUS OF WORK
ME
JOB
ODDomain
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N A
T U R E O F T A
S K
COMPLEX
SIMPLE
PROCESSFOCUS
CONTENTFOCUS
WHO AM I?
ROUTINE
TASKS
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The OD consultant moves from
an understanding of himself tounderstanding others«..how
others are and how they work .
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N A T U R E O F T
A S K
COMPLEX
SIMPLE
PROCESSFOCUS
CONTENTFOCUS
WHO AM
I ?
ROUTINETASKS
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This is the difference between OD
consulting and other types of
change consulting.
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K handwalla (2001) talks about
two major modes of changeconsulting.
The McK insey model
The µMovement¶ model
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McK
insey model
This was shorthand for K handwalla tocategorise the approach of most
international consultancy firms like
McK insey, Arthur Andersen, BCG, K PMG,Arthur D. Little, Price Waterhouse Coopers,
etc.
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McK
insey model attributes Highly analytical
Market-focus
Core competencies
Choice of business
Competitive advantage Structure and control
MIS
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McK
insey model attributes Downsizing
Strategic skill development (eg. M&A, project
evaluation, pricing, Govt. interface) Value-driven
Strong leadership (taking charge, restructuring,vision/mission, delegation to trusted technocrats
when needed) Planning
Second-class considerations: ethics, values, participation, or social responsibility.
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µMovement¶ or OD model
attributes Participation, incl. participatory decision-
making
Strong personal commitments
Team-orientation
Widespread credibility, and tangible steps
Innovation and improvisation Optimism, empowerment, feeling of
µrightness¶
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Differences between McK
insey& OD methods
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Definition of issues
By top management, often through external
consultants vs. broad-based, involving the
stake-holders
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Designing of change
Centralised vs. interactive and participative
According to a blueprint vs. according to
the emerging consensus.
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Content of change
Strategic vs. Emotional
Structure vs. Total culture and systems
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Nature of leadership
Transactional (relating to incentives,rewards, punishments, etc.) vs.
Transformational.
Change from the top vs. change at ALLlevels.
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Values
Focus on efficiency vs. stress on quality of
life, community, and core social values.
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Empowerment
The need for µcommand and control¶
structures always threatens empowerment
vs. belief in trust and peer group control.
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Learning new ideas
Partial, and mostly at the top vs.organisation-wide and deep
Confined to strategies, systems and
structures vs. including human relations andcommunity.
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Motivation
Calculative and rational vs. intrinsic, ideal-
directed, and self-actualising
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Results
Modest but certain vs. Potentially great but
uncertain.
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Understanding the OD
consultant¶s role He is a collaborator, not an µexpert¶
Working together with the client, not alone.
Information not existing, but to be collected. Consultant works not just with the µboss¶ but with
the whole group, but he respects power realities.
µSolution¶ is not with the consultant, but the
group. Consultant is jointly, not exclusively responsible.
Concerned about implementation.
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µHelp¶ modes µDescribing¶ another
µDisclosing¶ one¶s own thoughts & feelings.
µDiagnosing¶ or µinterpreting¶ hidden, non-
observable realities.
µPrescribing¶ or µrecommending¶ specific
remedies or actions to be undertaken by the
person with the µproblem¶
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µHelp¶ modes µDescribing¶ another
µDisclosing¶ one¶s own thoughts & feelings.
µDiagnosing¶ or µinterpreting¶ hidden, non-
observable realities.
µPrescribing¶ or µrecommending¶ specific
remedies or actions to be undertaken by the
person with the µproblem¶
OD
Help
Mode
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µHelp¶ modes µDescribing¶ another
µDisclosing¶ one¶s own thoughts & feelings.
µDiagnosing¶ or µinterpreting¶ hidden, non-
observable realities.
µPrescribing¶ or µrecommending¶ specific
remedies or actions to be undertaken by the
person with the µproblem¶McK insey-type
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OD Consultation Skills/Competencies
Listening
Empathy
Flexibility Confidence
Objectivity + Subjectivity
Mutuality + support Experimentation
Judgement
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4-stage Model of OD from
client¶s point of view Initial Magical Assumptions (Thinking-
Testing)
Dependency ± Acceptance
Emergence of Competence
Possible Counter-Dependency
Emergence of Self-Sufficiency
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OD Techniques
Its incorrect to think that mastery over techniques is the key to success as an
OD consultant.
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OD Techniques
Workshops, meetings, training programmes, exercises, games,
surveys, action research, etc.
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Techniques follow, they never
replace, one¶s personal psychological readiness for OD
work
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An OD consultant¶s
psychological check-list
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Clarity
I think that I understand this client systemvery clearly. I understand its dynamics,
structure, leadership patterns, norms, etc.
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Connectedness
I feel in touch with the people in this client
system. I feel that I know them and that
they know me. I do not feel alienated or
distant from them.
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Caring
I care about people in this client system. I careabout what happens to them.
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Resources
I think that I have resources ± i.e. skills,
abilities, ideas ± which can be of assistance
to this client system.
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Team Coherence
If there are other consultants with me, I amworking in synchrony with them; we are
working together and not at cross-purposes.
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Marginality
I am able to be both a part of this clientsystem and apart from it. I am neither so far
out as to lose my effectiveness, nor so far in
that I lose my perspective and objectivity.
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Authenticity
I talk straight with people in this client-system; I don¶t have to be overly cautious
or pussyfoot around.
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Use of Potential
I am using what I¶ve got to give to this client
system. My most important skills, abilities,resources, ideas, and, most important, my
humanity, are being invested in this client
system.
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Other OD consulting issues
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Who is the client ?
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Trust and Power
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Expertise«.advantages and
disadvantages
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Appropriateness and depth of Interventions
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Depth of
inter-
vention
Inter-
vention target
Intervention technique:
a)structural b) educational
c)therapeutic
Less(High
Accessibility,
Low
Individuality)
(Low Acc.
High Individ.)
More
FormalGoals
Procedures
Structures
TasksRules
Policies
Skills
InformalRoles
Interactions
Self
Unconscious
Job enrichments
MBO
Role Analaysis
Attitude SurveysIntergroup meetings
Team-Building
T-Groups
Personal Growth
Laboratories
Group Therapy
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Entry, Inclusion, and Exit